Viewing offline content

Limited functionality available

Dismiss
United States
  • Services

    What's New

    • Register for Dbriefs webcasts

    • Unlimited Reality™

      Metaverse solutions that drive value

    • Sustainability, Climate & Equity

      Cultivating a sustainable and prosperous future

    • Tax

      • Tax Operate
      • Tax Legislation
      • Tax Technology Consulting
      • Mobility and Payroll
      • Legal Business Services
      • Tax Services
    • Consulting

      • Core Business Operations
      • Customer & Marketing
      • Enterprise Technology & Performance
      • Human Capital
      • Strategy & Analytics
    • Audit & Assurance

      • Audit Innovation
      • Accounting Standards
      • Accounting Events & Transactions
    • Deloitte Private

    • M&A and Restructuring

    • Risk & Financial Advisory

      • Accounting & Internal Controls
      • Cyber & Strategic Risk
      • Regulatory & Legal
      • Transactions and M&A
    • AI & Analytics

    • Cloud

    • Diversity, Equity & Inclusion

  • Industries

    What's New

    • The Ripple Effect

      Real-world client stories of purpose and impact

    • Register for Dbriefs webcasts

    • Industry Outlooks

      Key opportunities, trends, and challenges

    • Consumer

      • Automotive
      • Consumer Products
      • Retail, Wholesale & Distribution
      • Transportation, Hospitality & Services
    • Energy, Resources & Industrials

      • Industrial Products & Construction
      • Power, Utilities & Renewables
      • Energy & Chemicals
      • Mining & Metals
    • Financial Services

      • Banking & Capital Markets
      • Insurance
      • Investment Management
      • Real Estate
    • Government & Public Services

      • Defense, Security & Justice
      • Federal health
      • Civil
      • State & Local
      • Higher Education
    • Life Sciences & Health Care

      • Health Care
      • Life Sciences
    • Technology, Media & Telecommunications

      • Technology
      • Telecommunications, Media & Entertainment
  • Insights

    Deloitte Insights

    What's New

    • Deloitte Insights Magazine

      Explore the latest issue now

    • Deloitte Insights app

      Go straight to smart with daily updates on your mobile device

    • Weekly economic update

      See what's happening this week and the impact on your business

    • Strategy

      • Business Strategy & Growth
      • Digital Transformation
      • Governance & Board
      • Innovation
      • Marketing & Sales
      • Private Enterprise
    • Economy & Society

      • Economy
      • Environmental, Social, & Governance
      • Health Equity
      • Trust
      • Mobility
    • Organization

      • Operations
      • Finance & Tax
      • Risk & Regulation
      • Supply Chain
      • Smart Manufacturing
    • People

      • Leadership
      • Talent & Work
      • Diversity, Equity, & Inclusion
    • Technology

      • Data & Analytics
      • Emerging Technologies
      • Technology Management
    • Industries

      • Consumer
      • Energy, Resources, & Industrials
      • Financial Services
      • Government & Public Services
      • Life Sciences & Health Care
      • Technology, Media, & Telecommunications
    • Spotlight

      • Deloitte Insights Magazine
      • Press Room Podcasts
      • Weekly Economic Update
      • COVID-19
      • Resilience
      • Top 10 reading guide
  • Careers

    What's New

    • Our Purpose

      Exceptional organizations are led by a purpose. At Deloitte, our purpose is to make an impact that matters by creating trust and confidence in a more equitable society.

    • Day in the Life: Our hybrid workplace model

      See how we connect, collaborate, and drive impact across various locations.

    • The Deloitte University Experience

      Explore Deloitte University like never before through a cinematic movie trailer and films of popular locations throughout Deloitte University.

    • Careers

      • Audit & Assurance
      • Consulting
      • Risk & Financial Advisory
      • Tax
      • Internal Services
      • US Delivery Center
    • Students

      • Undergraduate
      • Advanced Degree
      • Internships
    • Experienced Professionals

      • Additional Opportunities
      • Veterans
      • Industries
      • Executives
    • Job Search

      • Entry Level Jobs
      • Experienced Professional Jobs
      • Recruiting Tips
      • Explore Your Fit
      • Labor Condition Applications
    • Life at Deloitte

      • Life at Deloitte Blog
      • Meet Our People
      • Diversity, Equity, & Inclusion
      • Corporate Citizenship
      • Leadership Development
      • Empowered Well-Being
      • Deloitte University
    • Alumni Relations

      • Update Your Information
      • Events
      • Career Development Support
      • Marketplace Jobs Dashboard
      • Alumni Resources
  • US-EN Location: United States-English  
  • Contact us
  • US-EN Location: United States-English  
  • Contact us
    • Dashboard
    • Saved items
    • Content feed
    • Subscriptions
    • Profile/Interests
    • Account settings

Welcome back

Still not a member? Join My Deloitte

Five resilient leader qualities for investment managers

by Patrick Henry, Tania Lynn Taylor, Krissy Davis
  • Save for later
  • Download
  • Share
    • Share on Facebook
    • Share on Twitter
    • Share on Linkedin
    • Share by email
Deloitte Insights
  • Strategy
    Strategy
    Strategy
    • Business Strategy & Growth
    • Digital Transformation
    • Governance & Board
    • Innovation
    • Marketing & Sales
    • Private Enterprise
  • Economy & Society
    Economy & Society
    Economy & Society
    • Economy
    • Environmental, Social, & Governance
    • Health Equity
    • Trust
    • Mobility
  • Organization
    Organization
    Organization
    • Operations
    • Finance & Tax
    • Risk & Regulation
    • Supply Chain
    • Smart Manufacturing
  • People
    People
    People
    • Leadership
    • Talent & Work
    • Diversity, Equity, & Inclusion
  • Technology
    Technology
    Technology
    • Data & Analytics
    • Emerging Technologies
    • Technology Management
  • Industries
    Industries
    Industries
    • Consumer
    • Energy, Resources, & Industrials
    • Financial Services
    • Government & Public Services
    • Life Sciences & Health Care
    • Tech, Media, & Telecom
  • Spotlight
    Spotlight
    Spotlight
    • Deloitte Insights Magazine
    • Press Room Podcasts
    • Weekly Economic Update
    • COVID-19
    • Resilience
    • Top 10 reading guide
    • US-EN Location: United States-English  
    • Contact us
      • Dashboard
      • Saved items
      • Content feed
      • Subscriptions
      • Profile/Interests
      • Account settings
    9 minute read 04 June 2020

    Five resilient leader qualities for investment managers Principles for dealing with the market crisis and COVID-19

    9 minute read 04 June 2020
    • Patrick Henry United States
    • Tania Lynn Taylor United States
    • Krissy Davis United States
    • Save for later
    • Download
    • Share
      • Share on Facebook
      • Share on Twitter
      • Share on Linkedin
      • Share by email
    • Key findings
    • Thriving in the “next normal”: Managing the four components
    • Navigating the path ahead

    As investment managers navigate their recovery so they can be well-positioned to thrive in the future, resilient leaders can use this framework to help revamp their organizations to meet the new needs of the “next normal.”

    Key findings:

    • The investment management industry acted quickly to respond to the immediate challenges brought on by the pandemic. As firms work through the recovery phase, embracing the five key qualities of resilient leadership—putting the mission first, designing from the heart and the head, owning your narrative, embracing the long view, and choosing speed over elegance—will likely become increasingly important.
    • Learn more

      Learn more about connecting for a resilient world

      Explore the Financial services collection

      Learn more about Deloitte's services

      Go straight to smart. Get the Deloitte Insights app

    • While the move to virtual environments was swift, some sticking points—particularly the potential for employee burnout—have been uncovered. Longer-term talent shortages are predicted. This supports a recent Deloitte survey of financial services firm leaders, which found that reimagining the talent operating model was among their top three priorities as their organizations emerge from the crisis.
    • When firms evaluate their business continuity and financing, they should try to focus more on long-term goals versus short-term shortfalls. Many private equity (PE) firms, for example, have been stepping up their continuity efforts to help their portfolio companies and are engaging in distressed investing to position themselves to thrive down the road.
    • The ecosystem that supplies and serves investment managers is robust, which has helped many firms work through the recovery. But the pandemic has highlighted some deficiencies, in particular, gaps in communication with service providers, a lack of high-quality pricing data, and the need for more visibility across the entire supply network to support operations.
    • In the near term, many investment management firms will likely still need to rely on virtual environments to engage with customers. This is changing many of the old paradigms surrounding communication and exposing limitations. Investment management firms may continue to adapt to using these new tools because customers are craving more interaction, not less. And to maintain and build trust, reestablishing lines of communication could be critical.

    Resilient leadership qualities to manage through a crisis

    COVID-19 has forced investment managers into action. As mentioned in recent Deloitte articles, there are typically three stages to recover from a crisis of this magnitude: 1) respond—prepare and manage continuity; 2) recover—learn and emerge stronger, and 3) thrive—operate effectively and with resilience, based on lessons learned.1 Many investment management firms are currently moving through the steps to recover to ultimately reach the thrive stage.

    Leaders who emerge from this crisis stronger will likely embrace the five qualities of resilient leadership described in figure 1, particularly the idea of designing the future from the heart and the head.2 These principles can guide organizations as they take action to recover and thrive in the next normal that COVID-19 is bringing upon the world.

    Thriving in the “next normal”: Managing the four components

    Let’s discuss the following components of the respond, recover, and thrive framework: workforce and strategy, business continuity and financing, supply chain, and customer engagement. We will examine each through an investment management lens and offer examples that can help leaders envision what thriving will likely look like in a post-COVID environment.

    Workforce and strategy

    As one of their immediate responses to the pandemic, many investment management firms performed digital assessments to try to ensure employees had the critical tools they needed to continue their work remotely. Since then, many investment management professionals have been working from home, conducting client calls and even certain due diligence activities virtually. But there is an underlying risk in having only virtual meetings. Stacking virtual meetings together can remove the natural reset effect that meetings in offices provide; even just having a few minutes to physically gather belongings and move down the hallway to the next meeting can offer employees a short and often needed break. Another additional risk in having a virtual workforce is that many employees are experiencing an elongated workday with a soft end of the day, especially in firms operating in multiple time zones. Some firms are beginning to put safeguards in place to protect against potential burnout.3

    Investment management operating model

    Incorporating a long-term vision into this workplace transformation could be critical to achieving success. This cannot be understated. As investment management firms work through the recover phase, leaders who focus on building a workforce with a balance of agility, productivity, and efficiency, while not forgetting human nature, can attract the industry talent that may contribute to the organization thriving in the future.

    Part of this winning strategy will likely involve continuous learning and upskilling to prepare for a possible talent shortage in the future.4 In the next normal, to thrive, firms will likely have to find solutions to manage and deploy the workforce in new ways. This transition to thriving may require operating model adjustments at many or all levels (figure 2), because they are interdependent. In a recent Deloitte Center for Financial Services survey, financial services firms identified reimagining the talent operating model as one of the top three strategic imperatives as they emerge from the crisis.5

    The operating models at some firms were developed with risk management in mind. As a potential mitigation for future black swan events, one organization invested in technology to empower employees across different scenarios. The approach focused on providing employees the same experience in the office, at home, or at a disaster recovery site. Employees can securely work from any location at any time using just one log-in, and even talk to clients or place trades outside the office. The firm also encouraged employees to adopt diverse collaboration, messaging, and chat tools, which has resulted in greater collaboration among portfolio managers, analysts, and traders.6 Investment managers that revamp talent and technology policies to encourage collaboration and skill set sharing across teams may emerge from the recovery phase faster and with less disruption.

    Business continuity and financing

    The investment management industry has been largely spared from financial-based business continuity risk of COVID-19. Managing money for others, the traditional role of an investment manager, never shut down. Like many businesses in the immediate aftermath of the crisis, some investment management firms examined the health of their own balance sheets. In fact, this same reaction occurred during the great recession of 2008–2009. The way cash was conserved a decade ago may give a sense of which firms stand ready to thrive after the industry recovers from the downturn.

    A study of the actions some top-performing registered investment advisers took after the recession could provide valuable insights. They reduced expenses to save cash and utilized technology to the greatest extent possible, while avoiding lowering prices and reducing base salaries. As a result, many recovered faster and thrived in the years that followed.7 In other words, the right-size operating model should not automatically translate into cutting support staff.8 When evaluating the people layer of the investment management operating model, firms may benefit from focusing on meeting the long-term, ongoing needs of customers as opposed to shorter-term effects caused by the crisis.

    Since the crisis began, PE firms have not only been managing their own business continuity, they’ve also been intimately involved in the business continuity financing of their portfolio companies.9 Some have asked portfolio companies to tap their respective credit lines to prepare for more complicated times. PE firms are also providing fresh capital to portfolio companies that need it because of the pandemic. PE firms are assessing need, valuation, and long-term health of the portfolio companies as they allocate their dry powder.

    PE firms are also finding opportunities in distressed investing. In April of 2020, one PE firm quickly put its cash to work through billion-dollar investments in the airline and hospitality industries.10 New and expanded private credit funds have soared since the downturn, with firms seeking more than US$50 billion in capital, and should the funds achieve these levels in 2020, would represent an almost 160% increase over 2019 levels.11 These distressed funds are expected to invest in term loan financing, purchase debt directly, or even acquire majority stakes in at-risk companies. This trend will likely continue throughout the rest of 2020 and perhaps even into 2021.

    Supply chain

    Investment managers’ supply chains consist of data and service providers, who are as important to their firms as steel is to automobile manufacturers. Firms manage this network of suppliers to maintain uninterrupted operations. When the pandemic hit, they first identified supply chain risks and potential disruptions. Thankfully, the ecosystem that supplies and serves investment managers is robust.

    In March of 2020, the supply issue that received much attention among investment managers concerned pricing data. Thinly traded securities, such as mortgage-backed securities, collateralized loan obligations, and municipal revenue bonds held by investment managers proved difficult for pricing data suppliers to value due to changes directly related to the pandemic shutdowns. Many firms are in the process of mitigating the risk associated with these weaknesses, even though it has largely dissipated.

    Many investment managers also reevaluated third-party service providers to identify any gaps that arose due to the pandemic and developed contingency plans.12 Before the crisis, lines of communication with service providers may not have been well-established, since the need to solve tricky problems may not have surfaced.13

    Investment management firms should have visibility across their entire supply network to support resiliency of operations and financial performance.14 They should also focus on building and maintaining strong, trusted relationships with service providers to improve collaboration and develop risk-mitigation capabilities. Successful investment management firms in the thrive phase will likely have refocused their attention during recovery to breaking down communication barriers with providers and reinforcing collaboration. In the thrive phase, firms could also use innovative techniques such as risk sensing and digital controls to enhance their oversight of third-party service providers.

    On the investment decision front, the story seems entirely different. To keep up with volatility and an accelerated information cycle, some investment managers are realizing that their operations may need to change to ingest more data, at a higher frequency. Some industry thought leaders have called this development a shift from forecasting to “nowcasting.”15 Even the central banks are moving to this type of analysis.16 To support this transition and meet the rising demand from investment managers (and others), alternative data providers are ramping up capabilities, and that will likely continue into 2021.

    Customer engagement

    For investment managers to thrive, reestablishing lines of communication with clients may be even more critical than communicating with the service provider ecosystem. Firms are talking with investors about the impact of the pandemic on the markets and the actions they are taking to handle the situation. Many are establishing open communication channels to help instill confidence among investors in the firm’s investment and risk management strategies. In the current recover stage, managers are communicating with clients, demonstrating the stability and resilience of their operations, reporting performance results, and explaining the current dynamics of their portfolio strategies.

    The thrive stage for customer engagement will likely to be more challenging to achieve. Communication is the foundation for thriving in the next normal, but customer expectations for communication will likely change, and it is much more difficult to create, maintain, and build relationships virtually. When not meeting face-to-face, it would be more difficult to offer clients nonverbal reassurance cues, for example. These things matter to investment managers and their clients, because trust is a requirement in the investment manager/client relationship.17 Fundamentally, investment management is not a transactional business; it is a relationship business. Managers that establish a high level of trust may be more likely to win new investors and keep them.

    To thrive in the next normal, a top challenge for investment managers will likely be building and maintaining trust using technology-enabled client engagement tools. This is because, social distancing restrictions will likely be slow to ease and also because of changing customer preferences and advancing capabilities. In this new environment, investment managers will likely need to refrain from unclear promises and instead communicate specific, achievable goals to their clients using the new technologies.18

    Some investment advisers have already taken steps to interact more with clients by increasing the use of model portfolios.19 Model portfolios allow advisers to spend more time strengthening their client relationships and building their business and less time individually managing assets. Investment management firms that thrive are likely to invest in making more of their products across all asset classes available in model portfolios.

    Just as important, policies and procedures can help drive solutions for investment managers and clients. For example, most clients with nimbler or nonexistent internal policies, such as endowments, family offices, and high-net-worth individuals, had much different responses to the crisis than larger pension funds and insurance companies did. To avoid losing out on deals at attractive valuations, many of these nimbler private investors adjusted their policies as needed to conduct virtual meetings with prospective managers.20 But the longer social distancing and lockdown measures stay in place, the more likely pension and insurance fund managers may start to revisit their own policies.21 Since digital face-to-face meetings will likely continue—and may even increase—in the near term, all types of companies will likely need to embrace this digital acceleration to connect with customers.22 To facilitate this next normal, investment management firms that build their internal digital capabilities to perform due diligence may reap the benefits and thrive sooner than their competitors.

    Navigating the path ahead

    Leading through challenging times tests the mettle of management. Truly exceptional management teams should work together to develop a clear vision of the future and execute on an action plan that gets them there. In the future, firms that thrive will likely have different operating models, and some of the changes that will likely be needed are not yet known. By embracing the qualities of resilient leadership, investment management leaders can help navigate a path to a successful future and help their firms emerge from the pandemic stronger than they were when they entered it.

    Acknowledgments

    Industry leadership wishes to thank Doug Dannemiller and Sean Collins, authors, and the many others who provided insights and perspectives in the development of this article. 

    Cover image by: Alex Nabaum

    Endnotes
      1. Punit Renjen, The heart of resilient leadership: Responding to COVID-19: A guide for senior executives, Deloitte Insights, March 16, 2020. View in article

      2. Ibid. View in article

      3. Lisa Fu, “Asset managers face the threat of employee burnout as productivity rises,” FundFire, May 11, 2020. View in article

      4. Deloitte, Increasing organizational resilience in the face of COVID-19: Future of Work - Ways of working in uncertain times. March 2020. View in article

      5. Rhoda Woo et al., Confronting the crisis: How financial services firms are responding to and learning from COVID-19, Deloitte Insights, April 29, 2020. View in article

      6. Margaryta Kirakosian, “This will be a big test of AM company culture, says Schroders’ CEO,” Citywire Selector, March 23, 2020. View in article

      7. Alex Padalka, “Lessons for RIAs from the 2008 financial crisis for Covid-19 times,” Financial Advisor IQ, May 5, 2020. View in article

      8. Ibid. View in article

      9. Madeleine Farman, “Private equity firms drop M&A to focus on portfolio companies amid coronavirus,” S&P Global Market Intelligence, March 25, 2020. View in article

      10. Kathleen Laverty, “Apollo seeks $20B to capture distressed opportunities: Report,” FundFire, May 4, 2020. View in article

      11. Ibid; Tom Stabile, “Oaktree leads rush of new distressed funds seeking $30B,” FundFire, April 22, 2020. View in article

      12. Dervedia Thomas, “Asset managers scrutinize vendor contingency plans as pandemic unfolds,” FundFire, March 16, 2020. View in article

      13. Robert Van Egghen, “Fund houses increase depositary scrutiny,” Ignites Intelligence, April 22, 2020.. View in article

      14. Jim Kilpatrick and Lee Barter, COVID-19: Managing supply chain risk and disruption, Deloitte, 2020. View in article

      15. Alex Lipton and Marcos López de Prado, “Three quant lessons from COVID-19,” Risk Magazine, May 1, 2020. View in article

      16. Helen Avery, “Central bankers among those hungry for alternative data to navigate coronavirus crisis,” Euromoney, March 18, 2020. View in article

      17. Jennifer Lee et al., Embedding trust into covid-19 recovery: Four dimensions of stakeholder trust, Deloitte Insights, April 23, 2020. View in article

      18. Ibid. View in article

      19. Carmen Germaine, “Pandemic provides push for model portfolios,” Ignites, May 7, 2020. View in article

      20. Thomas Duffell, “Due diligence goes virtual,” HFM InvestHedge, May 1, 2020. View in article

      21. Ibid. View in article

      22. Andy Main et al., COVID-19: A human-first approach as you recover and thrive, Deloitte, 2020. View in article

    Show moreShow less

    Topics in this article

    , Investment Management , Financial Services

    Deloitte Center for Financial Services

    Deloitte has tailored its consulting and risk management services to address the respond, recover, and thrive stages of managing the COVID-19 pandemic. This pandemic may necessitate a review of each aspect of the operating model for investment management firms. Deloitte is uniquely positioned to conduct these reviews based on our depth and breadth of expertise in the investment management industry, and our cross-industry risk and technology practices.

    Learn more
    Get in touch
    Contact
    • Patrick Henry
    • Vice chairman | Investment Management national leader
    • Deloitte & Touche LLP
    • phenry@deloitte.com
    • +1 646 645 2388

    Download Subscribe

    Related content

    img Trending

    COVID-19 and the investment management industry

    Article 2 years ago
    img Trending

    Confronting the crisis

    Article 2 years ago
    img Trending

    Embedding trust into COVID-19 recovery

    Article 2 years ago
    img Trending

    The heart of resilient leadership: Responding to COVID-19

    Article 2 years ago

    More from the Financial services collection

    • COVID-19 return-to-the-workplace strategies Article2 years ago
    • Insurers step up as financial first responders Article2 years ago
    • Women in the financial services industry Collection2 years ago
    • COVID-19 potential implications for the banking and capital markets sector Article2 years ago
    • Opportunities for private equity post-COVID-19 Article2 years ago
    • 2023 investment management outlook Article3 months ago
    Patrick Henry

    Patrick Henry

    US Investment Management practice leader

    Patrick is a Deloitte vice chair and leads the Investment Management practice in the United States. Patrick oversees all of Deloitte’s services provided to mutual funds, hedge funds, private equity, and private wealth clients. He also has extensive experience in SEC reporting and in serving public companies with significant global operations. Patrick is the treasurer and board member of The CityKids Foundation, a New York City–based youth outreach not-for-profit organization.

    • phenry@deloitte.com
    • +1 212 436 4853
    Tania Lynn Taylor

    Tania Lynn Taylor

    National Investment Management Audit Leader

    Tania is the National Investment Management (IM) Audit sector leader within the Audit & Assurance practice of Deloitte & Touche LLP. She has more than 20 years of public accounting experience serving clients across the IM industry sectors: mutual funds, hedge funds, and private equity and also has expertise serving investment advisers, fund of funds, family offices, broker-dealers, and investment banks. Tania has expertise related to accounting, financial reporting, valuation of financial instruments, and operational and regulatory matters, including being a specialist for the SEC Custody Rule. As a thought leader within the IM industry, Tania has led industry specific presentations to Deloitte professionals, clients, and industry groups while also co-authoring multiple publications. She previously worked in Deloitte’s Cayman Islands office giving her extensive experience in offshore fund issues and expertise in International Financial Reporting Standards (IFRS). Tania has represented Deloitte at the American Institute of Certified Public Accountants’ Investment Management Expert Panel meetings and is the past vice chair of the New York CFA Society Alternative Investments Committee. Tania serves on the board of directors for Christopher & Dana Reeve Foundation and on the Beneficiary Diligence Committee for 100 Women in Finance.

    • tlynn@deloitte.com
    • +1 212 436 2910
    Krissy Davis

    Krissy Davis

    US Investment Management Practice Leader

    Krissy is a Deloitte vice chair and the leader of Deloitte’s US investment management industry practice. As the industry leader, Krissy is responsible for driving the integrated industry strategy across Deloitte’s businesses, Audit, Consulting, Risk & Financial Advisory, and Tax, and ensuring the strategy, solutions, and thought leadership meets the evolving market demands. Krissy also works with our client account teams to ensure we deliver the breadth and depth of the firm’s capabilities and talent to our clients. With over 550 partners, principals, and managing directors and more than 5,000 staff dedicated to the industry, her team has deep capabilities to assist clients as they grow and transform their business and meet regulatory and stakeholder expectations. In her 24 years with the firm, Krissy has had significant experience delivering complex and transformative projects to a variety of stakeholders. She has served a wide array of clients including mutual funds, private and public investment advisors, alternative asset managers, asset servicers, and broker/dealers. In addition to her passion for serving clients, Krissy has been a champion for many of the firm’s talent, diversity, and inclusion initiatives including serving as a leader of the firm’s Women’s Initiative and championing the development of many professionals as a coach, mentor and/or sponsor. Krissy is also a member of the firm’s Retirement Committee. She has a deep commitment to her community including a passion for the accessibility of high-quality, early childhood education. She currently serves as a Trustee for the United Way of Massachusetts Bay and Merrimack Valley, and Summit Montessori School. Krissy earned her bachelor’s degree in Business Administration from Stonehill College. She lives outside Boston with her husband, Evan, and two daughters, Emma (13) and Hannah (10).

    • kbdavis@deloitte.com
    • +1 617 877 8756

    Share article highlights

    See something interesting? Simply select text and choose how to share it:

    Email a customized link that shows your highlighted text.
    Copy a customized link that shows your highlighted text.
    Copy your highlighted text.

    Five resilient leader qualities for investment managers has been saved

    Five resilient leader qualities for investment managers has been removed

    An Article Titled Five resilient leader qualities for investment managers already exists in Saved items

    Invalid special characters found 
    Forgot password

    To stay logged in, change your functional cookie settings.

    OR

    Social login not available on Microsoft Edge browser at this time.

    Connect Accounts

    Connect your social accounts

    This is the first time you have logged in with a social network.

    You have previously logged in with a different account. To link your accounts, please re-authenticate.

    Log in with an existing social network:

    To connect with your existing account, please enter your password:

    OR

    Log in with an existing site account:

    To connect with your existing account, please enter your password:

    Forgot password

    Subscribe

    to receive more business insights, analysis, and perspectives from Deloitte Insights
    ✓ Link copied to clipboard
    • Contact us
    • Search jobs
    • Submit RFP
    • Subscribe to Deloitte Insights
    Follow Deloitte Insights:
    Global office directory US office locations
    US-EN Location: United States-English  
    About Deloitte
    • About Deloitte
    • Client stories
    • My Deloitte
    • Deloitte Insights
    • Email subscriptions
    • Press releases
    • Submit RFP
    • US office locations
    • Alumni
    • Global office directory
    • Newsroom
    • Dbriefs webcasts
    • Contact us
    Services
    • Tax
    • Consulting
    • Audit & Assurance
    • Deloitte Private
    • M&A and Restructuring
    • Risk & Financial Advisory
    • AI & Analytics
    • Cloud
    • Diversity, Equity & Inclusion
    Industries
    • Consumer
    • Energy, Resources & Industrials
    • Financial Services
    • Government & Public Services
    • Life Sciences & Health Care
    • Technology, Media & Telecommunications
    Careers
    • Careers
    • Students
    • Experienced Professionals
    • Job Search
    • Life at Deloitte
    • Alumni Relations
    • About Deloitte
    • Terms of Use
    • Privacy
    • Privacy Shield
    • Cookies
    • Cookie Settings
    • Legal Information for Job Seekers
    • Labor Condition Applications
    • Do Not Sell My Personal Information

    © 2023. See Terms of Use for more information.

    Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ("DTTL"), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as "Deloitte Global") does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the "Deloitte" name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.

    Learn more about Deloitte's work for the US Olympic Committee